Self-management

1. Self-management Harri Virolainen Harri.virolainen@tse.fi

2. Objectives • Learn to know and become aware of oneself and one’s habits and actions better • Find new manners of action

3. Philosophy, religion, legal science Anthropology Self-management Psychology Quantumphysics, chemistry, cosmology Sport science Educational science Art Literature History Medical science Psychiatry Neuroscience Self-management framework • Self-management & self-leadership introduced in 1980’s • Multidisciplinary point of view

4. Nosce te ipsum (know yourself) • consciousness • body mind feelings values work • nutrition thinking positiveness values key tasks • exercise memory emotion control objectives goals • rest learning relationships significances competency • sleep creativity hobbies balance feedback • relaxation

5. Scientific theories of self-management • S. Covey • R. Quinn • P. Russell • D.Chopra • J. Parikh • M. Chikzentmihalyi  happiness, flow

6. self-management • alertness • modelling • self-knowledge • self-image • giving up limitations • expressing inner power

7. Marcus Aurelius (Roman emperor 121-180 AD) • “Waste no more time arguing about what a good man should be. Be one. ”

8. ESPAVO • ESPAVO • ancient language • freely translated it means: • ”Thank you for taking your power.”

9. Unexploitation of competency • Full many a gem of purest ray serene • The dark unfathom’d caves of ocean bear; • Full many a flow’r is born to blush un seen • And waste its sweetness on the desert air • (Thomas Gray)

10. Leadership • you must know how to lead yourself before you can lead others • self-leadership • challenge yourself • put yourself at stake • question your own actions • do things differently • develop your actions • aim to the next level

11. Self-management • As long as a person mismanages himself, he is apt to mismanage everything else. (Robert Bolton) • a process through which people influence themselves, the motivation and orientation they need to perform • in self-management an individual aims to choose activities which are positive in the long term • a superior’s attempt to have the staff perform self-directedly, to manage themselves • this does not however remove the superior’s responsibility, hierarchic commanding becomes coaching

12. Unexploited potential in organisations - fresh points of view - recognition of capacity • The greatest obstacles for success are in our minds - models of thinking - attitudes - beliefs • Continuous change - continuous renewal and improvement

13. Success can be learned – organisations can develop - individual development - team development - organisational development • why does progress stop - challenges end - the choice of methods is not optimal

14. Self-management • Professional capacity • Objectives • Managing your mind - a capability to renew attitudes and actions • physical fitness • coping economically • time management • social life • self-knowledge • fulfilling oneself

15. Managing the mind • Consciousness • being aware of your thinking models • Your explanation models • how you explain your various ways of action to yourself • break your routines • question your interpretational models

16. Managing the mind • Increasing positive interaction • what do you think about other people • how do you interpret other people’s opinions • Learning - eg. learning from experience – exploiting positive experiences, learning from mistakes • Relaxation • Visualisation • Realisation of things in practice

17. Alertness • a person’s state of alertness affects their appearance, decision-making, interaction, many various actions • you can affect your own state of alertness • lift your state of alertness as soon as you wake up in the morning • lift the state of alertness during the day • exercises: • physical exercise – walking, rolling your shoulders • uttering sounds: different sounds, singing • posture: shoulders back, chest out, chin up, shoulders relaxed, back straight

18. Modelling • copying the behaviour of those who are good at a certain thing • how do top experts act • what do they do • how do they behave • for example, if you were a top executive, how would you act? • ask questions, be curious and aim for on-going progress, how would your body look like, how would you interact, walk, talk

19. Johari window known to self unknown to self known to others blind open unknown to others unknown hidden

20. Open: Things and emotions which are freely and securely expressed, eg. telling about your day to friends A role self, within which it is safe to perform, conscious behaviour, which intentionally communicates features required by the situation Blind: things and messages “others" better than we do, linguistic features, prejudice gestures, expressions, mannerisms, see-through emotions, our attitude to others, are we interested in “others" or not, the features about us that annoy “others" Rejected self-image strenghts we unnecessarily undervalue, personality traits we don’t appreciate ourselves, but “others” do

21. Hidden: Things, emotions, impressions, opinions we intentionally hide from “others” or are kept a secret from “others” because of our reservedness Can also be about tactfulness, ie. avoidance of being blunt Behaviour we want to hide from “others", like excessive eagerness, doubt, fear, excitement, tension, uncertainty, ignorance Unnecessary hiding, for example too much humbleness about one’s skills Unknown: Subconscious, experiences we have forgot, unconscious rejection and forgetting, childhood experiences, features and skills left under the surface, unknown resources

22. Objective for introspection The larger the open area is, the easier it is to get along with “others”, no matter who they are. Therefore the open area of safe action should be as large as possible. Feedback from “others” helps us take over to the open area things that we have been blind to. Our body language is an example of something we are easily blind to.

23. Decisive about the effect of our gestures is the signals “others” receive”, not what we think we send. In a broad sense gestures are perceived moves. With the help of feedback we may realise the unfortunate fact that our smile is seen as belittling, our look as arrogant, or our lack of eye contact as a sign of fear or unwillingness to communicate with “others”.

24. The critical meditation of our secrets may help us open up and let go of hidden things that unnecessarily limit our actions. In the best case opening up also brings out hidden resources in us which help us become more attentive.

25. Self-image • People tend to behave and act according to their self-image • A positive self-image steers a person towards active and positive actions • A pessimistic and judging self-image leads to limitations and a lower level of capacity than expected

26. Self-image • what is your self-image of yourself as • an employee • a person in a social situation • a team leader • bring out your positive traits and restrictions as well • think of ways to remove the restrictions

27. Visualisation exercise • imagery exercises have a powerful effect on a person’s self-image • they also affect physiology, body, emotions, actions, whether a person is aware of it or not • visualisation also affects a person’s subconscious and removes potential restrictions

28. Visualisation • sit with your back straight • take deep breaths • relax • see the situation the way you would like it to come true • see the situation in the present sense the situation not only with sight but also by hearing the sounds, smelling the smells, feeling the touch, tasting the taste, etc. experience the situation vividly repeat the successful imagery multiple times

29. Visualisation • see yourself in a work situation, see yourself dealing well with an issue • see yourself in social interaction • see yourself as a team leader

30. Beliefs • Questioning your oqn beliefs - enables new observations and new models of action • What are your beliefs about - yourself - employees - your organisation - rivals - partners - clients • Especially superiors should meditate their beliefs about - strategy - style of leadership - concept of man

31. Beliefs • Whether you think that you can, or that you can't, you are usually right. • Henry Ford

32. Are you using the potential in you? • Tony Volpentet – born without hands and legs – ran 100 metres in 11,36 • Fausto Radicin – one blind eye – Alpine skiing World Cup winner • Charles Boswell – born blind – golf handicap HCP 9 • Pavel Nerhansky – ran 300 marathons on successive days • Usually the greatest limitations are in our minds

33. Persistence • Thomas Alva Edison made about 11,000 attempts before he succeeded in inventing electricity. When he was asked if he wasn’t tired of failing time after time, he answered: ”I have not failed, I've just found 11,000 ways that won't work.” • Sylvester Stallone visited hundreds of producers before he found one for his manuscript for the movie ”Rocky”. He went to see many producers multiple times. Finally Stallone found a producer. Rocky won an Oscar and was a huge success • when a baby is learning to walk, it first falls down many times, but persistently continues and finally learns to walk despite the difficulties

34. Objectives • goal – vision – cut into several smaller objectives • write down the objectives • set a date • evaluate the intermediary objectives • apply to a concrete level • ask yourself – is this taking me towards the goal or away from it?

35. Objectives • criteria for a sensible objective: • attainable • measurable • scheduled • exact • written down

36. Objectives The following questions may help in setting an objective • What do you want to get out of this meeting • We have 1/2hrs on our hands, where do you want to be then When there is a will instead of a must an individual performs better • I want  for me • I must  for you • What would be the most important thing for you to reach during this meeting

37. Answers like • A plan covering the next month • A clear idea, commitment for the next two steps • A decision on which direction we’re going • To understand the main ideas • An agreement on the budget for the work

38. Final objectives • To become a market leader • To become the sales manager • Is the decision available to you? • Performance objectives • Under your control • When fulfilled usually leads to the final objective • For example 100 cars sold

39. A good objective • Spesific • Measurable • Agreed • Realistic • Time Phased SMART

40. A good objective • Positively stated • Understood • Relevant • Ethical PURE

41. A good objective • Challenging • Legal • Enviromentally sound • Appropriate • Recorded CLEAR

42. Dream End Goal Performance Goal Process Goal

43. kaizen • continuous improvement and development

44. Time management • A Chinese proverb: ”Beside the noble art of getting things done, there is the noble art of leaving things undone. Wisdom is getting rid of the unnecessary."

45. Time management • Habits are the key to success. Successful people establish a habit of doing things unsuccessful people don’t like to do. • Earl Nightingale

46. Time management • important things 20 % of time 80 % of result • insignificant problems 80 % of time 20% of result

47. Efficiency tips • get rid of unnecessary routines • tackle your tasks briskly • clean up your table • difficult tasks first • prevent interruptions • do not disturb others • one thing at a time • lump small things together

48. Efficiency tips • delegate, discard, trust others • efficiency-increasing tools • immediately write down the things you need to remember • eliminate all unnecessary meetings, many things can be communicated via e-mail or telephone • plan your negotiations • a minimum of personal issues • manage your phone usage • learn to say no

49. You cannot save time • it has to be distributed to the right issues • there must always be time for planning

50. important a task to be done a critical task yes waste of time a secondary task no yes no urgent Prioritising